SAFETY4SEA Soft Skills - Issue 01

SAFETY4SEA SOFT SKILLS | ISSUE 1 | Q1 2020 9 8 SAFETY4SEA SOFT SKILLS | ISSUE 1 | Q1 2020 OPINION (i) Skilled leaders lead by expertise, not by authority As they excel in their own area of work, good leaders share their knowl- edge with their team, and are keen to assist others. So even if you don’t consider yourself a ‘born’ leader, you can change your trajectory by upgrad- ing or learning new skills. (ii) Genuine leaders lead by example Authentic leaders respect and reinforce the values, systems, and the code of conduct required on their ship. If you fail to lead by example, you fail to lead. It’s as simple as that. (iii) True leaders inspire others Leaders on a ship direct, coordi- nate, and supervise the activities of their team. They are also aware that they have a responsibility to create a positive atmosphere and a sense of community on board. Inspirational leaders truly care, and that’s why peo- ple care about what they say. (iv) Effective leaders think ahead Practical leaders know how to plan and systematically achieve their targets. They take initiative and are proactive rather than reactive. They are constantly anticipating challenges and ways in which to tackle them. (v) Gritty leaders have a ‘can-do’ attitude Leaders need physical and mental stamina as well as the conviction that the toughest of tasks can be accom- plished. Why? Simple. If a leader gives up, so will everyone else. After all, who wants to follow a negative, lazy person? (vi) Dynamic leaders are passionate and committed Shipping, like many other indus- tries, is a stressful, hard, 24/7 busi- ness. Without passion and commit- ment, one cannot succeed. Captain Iakinthi Tzanakaki won a special ‘Woman of the Sea’ Award at the Greek Shipping Awards 2014 for her action in protecting her tanker, Amphitrite, and its crew, during strong winds at an oil terminal in Beirut. The Mooring Master had assured her that he had the situation under control and that the tugs would soon arrive to assist the ship. Very soon, the wind gusts picked up speed, the tanker’s mooring ropes started parting and the ship was pushed towards another tanker at the terminal. Sensing that no help would ar- rive in time, Captain Tzanakaki took control. From a point where the two ships were only about twenty metres apart, she expertly manoeuvred the tanker out of imminent danger using the engines and the thrusters. Had she not taken the initiative, everyone else would have waited for the Mooring Master to take action, blaming him if things had gone wrong. But that is not what passionate leaders do. Instead, they channel their conviction into doing what needs to be done. (vii) Active leaders get their hands dirty when required Involved leaders are always willing to help with work when needed. Lead- ers do not ask others to do something they themselves wouldn’t do. And although they demand excellence in work, they aren’t hard taskmasters. (viii) Influential leaders communi- cate well Leaders understand that every time they communicate, it is an opportunity to influence and lead. They commu- nicate directly and decisively, all the while striving to be understanding and respectful. (ix) Successful leaders do not strive to get followers but want to build leaders! Visionary leaders prepare for the future and the unexpected by creat- ing more leaders who can take on more responsibilities and grow in their careers. Great leaders enjoy coaching, mentoring, and training others, urging others to take on more responsibility. (x) Leaders are humble A good leader is humble; they respect the sea, the ship and their colleagues. Such leaders are gener- ally approachable, and they tend to be great listeners. By listening, they ensure that they don’t miss any warn- ing signs, and gain the admiration of their team. (xi) Bold leaders lead with courage As a seafarer, it takes considerable fortitude and mettle to make potentially life-altering decisions day after day. Your team relies on your decision-mak- ing process, and they also expect you to express yourself in a calm, yet deci- sive manner, even in times of crisis. These eleven points summarise what I consider to be the traits of great leaders at sea, further affirmed by the role models—Captains, Chief Engi- neers, Pilots and Surveyors—I’ve been fortunate to work with. eadership at sea What makes a great Captain Leadership, as a special component of safe operations at sea, is a skill resulting from a complex combination of mindset characteristics which can be learned, argues Capt. VS Parani, naming the key features he believes to be the most critical for a great leader at sea. by Captain VS Parani, FNI, FICS, CMarTech-IMarEST, author of the book Golden Stripes- Leadership on the High Seas L eadership is an art, a skill, a discipline, and a mind-set, all of which can be learned, and improved with practice. The captain, chief engineer, or a department head are not the only leaders on a ship. Every mariner is a leader! A navigator who executes a collision-avoiding manoeuvre at two in the morning when everyone else is asleep, and one who guides his subordinate through overhauling a purifier - each one of them is a leader. On a ship though, the buck usually stops with the Captain, so the expectation from their leadership skills is perhaps greater than from others. The following characteristics illustrate the fine balance every seafarer can strive to achieve to become a great leader. Inspirational leaders truly care, and that’s why people care about what they say.